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Cemeteries Management Strategy

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Cemeteries Management Strategy Cemeteries Management Strategy November 2020 www.mdc.govt.nz Contents INTRODUCTION 4 BACKGROUND 5 CONSULTATION 6 CHALLENGES & OPPORTUNITIES 7 ASSUMPTIONS & TRENDS 8 CEMETERY MANAGEMENT STRATEGY 9 IMPLEMENTATION 14 Appendix 1 - Population Information 17 Appendix 2 - Information on Council-owned Cemeteries 18 Appendix 3 - Projected Life to Capacity 21 Appendix 4 - Statutory Context 23 Appendix 5 - Regional Context 26 Type of Strategy Management Orginal Strategy Date (adopted) 19 November 2020 Strategy Review Date 2023 Introduction The Cemetery Management Strategy 2020 sets out the Manawatū District Council’s vision, goals and objectives for the eight Council-owned cemeteries within the District for the next 50 years. The strategy differs from the Cemeteries Asset Management Plan 2021-2031, which has an operational focus. The Asset Management Plan does not set out strategic vision, values, long term goals and objectives for the Council cemeteries, and will need to be reviewed and updated to reflect the Cemetery Management Strategy. The eight Council-owned cemeteries in the District are located in: • Feilding • Rangiwahia • Halcombe • Rongotea • Kimbolton • Sandon • Pohangina • Waituna West Figure 1: Map of Council-owned Cemeteries in the Manawatū District. Details of each cemetery can be found in the Cemeteries Asset Management Plan 2021-2031. 4 Cemeteries Management Strategy - November 2020 The Cemetery Management Strategy consists of several key interrelated parts: • Vision and values – These are the key overriding views of where the strategy is directed. All goals, objectives and related matters need to serve the vision and values. They set the direction for the whole strategy. • Goals and objectives - These are more specific interpretations of the vision and values. They provide a level of specificity that allows appropriate actions to be defined and measured. • Assumptions - These provide a framework within which the strategy is described. For example, it is assumed that the legal framework for cemeteries will not change in a significant way. • Implementation - This is a table of specific actions and measures that give effect to the goals and objectives. Background At present, Councils cemeteries are managed on an individual basis according to needs and approved budgets, as reflected in the Cemeteries Asset Management Plan. The Cemetery Management Strategy reflects the need for a more coordinated and strategic approach to the future of public cemeteries within the District. It reflects not only logistical requirements but also a sensitive response to changing trends and needs in our community. In particular the Cemetery Management Strategy: • Sets out a vision and values for public cemeteries in the District along with goals, objectives and actions • Considers population projections and cemetery capacity, and how these will be accommodated • Takes account of trends in burials and other needs such as cremations • Considers cultural needs within cemeteries • Takes account of what other councils have done in this space • Includes liaison with key stakeholders/focus groups and the wider community. There are three privately administered cemeteries at Apiti, Kiwitea and Stanway, and many local urupa. These have not been considered or included in this strategy as the Council does not manage these cemeteries. However, if for any reason Council was to assume responsibility for one of these cemeteries, management would be undertaken in-line with the Cemetery Management Strategy. The Cemeteries Management Strategy has been developed with Manawatū District Council’s Community Development Strategy in mind. Cemeteries Management Strategy - November 2020 5 The Community Development Strategy embraces the Te Whare Tapa Whā model to explore the wellbeing of the Manawatū District with four key dimensions, which align with the three goals of the Cemeteries Management Strategy as follows: Te taha wairua Te taha whānau Te taha tinana Te taha hinengaro (spiritual wellbeing) (social wellbeing) (physical wellbeing) (mental wellbeing) To respect the To respond to the needs of the community Ensure sustainable provision history of our people in times of grief and celebration of life of cemetery services Consultation Community input was integral to the formation of the Cemeteries Management Strategy, and ultimately to the future of our District’s cemeteries. In the course of preparing the draft strategy, meetings were held with a number of key stakeholders. Key findings from this consultation were used to form the proposed vision, goals, objectives and actions. There were also a number of matters raised during stakeholder meetings that were of an operational nature, and these will be considered in day to day procedural protocols as opposed to in the strategy. During the formal public consultation period on the draft Cemeteries Management Strategy, Council received a total of seven submissions. Submissions largely consisted of requests for providing, upgrading or optimising facilities at Council-owned Cemeteries in the Manawatū District. The decisions of the Council in relation to the formal submissions have been accommodated within the strategy. The Council would like to acknowledge the input from various individuals and organisations with whom meetings were held in the preparation of the draft strategy. Namely: • Veterans Affairs New Zealand • Private Cemetery Service providers, e.g. Funeral Directors, Stone Masons • Multi-cultural representatives contacted through the Manawatū Multi-cultural Council, and the Feilding Multicultural Group. 6 Cemeteries Management Strategy - November 2020 Challenges & Opportunities Legislative changes Amendments to legislation may necessitate a future review of the strategy. Celebrating our heritage/history There is a growing international interest in genealogy, and this provides an opportunity for the Council to consider its role in terms of data collection and cemetery management. Meeting demand This lies at the core of the strategy not only in physical terms, but also in terms of the level and types of service provided. Data management Efficient and effective management and operation of cemetery services is essential, and improvements can always be made to the Council’s current data management system as new technology becomes available. 7 Assumptions and Trends A number of assumptions and trends have been adopted for the purpose of the strategy as follows: • Local Authorities will continue to have a statutory obligation to provide cemetery services in the long term. Changes to legislation will be of a conservative nature, that is, the current legal frameworks will not radically change. • The private sector will continue to have a role in the provision of funeral services and burials. • There will be an increasing expectation to recognise cultural and ethnic needs in the community in the design of cemeteries and the provision of cemetery services. • The demand for diversity of service options is expected to increase and the Council may need to respond to those needs (e.g. natural burials, tree planting options). • There will be growing engagement from the community in our cemeteries, their history, their management and their future. That will be manifested in the growth of on-line data bases that will engage with community groups, families and individuals. • Council policies in relation to civil obligations and rights will equally apply to all of its cemeteries. • Provision will need to be made for Civil Defence Emergency Management requirements. • The Council may need to consider assuming responsibility for a non-local authority cemetery if for any reason it can no longer be administered privately. 8 Cemetery Management Strategy Vision: Manawatū District Council cemeteries are responsive to the current and future needs of our community, while respecting and preserving the history of our district. Value Key: Respect Sensitivity Sustainability Innovation Goal 1. To respect the history of our people 1.1 To engage with key organisations on the history of Manawatū cemeteries, and to ensure that recognition is given to key historic features of interest within our cemeteries. 1.2 To engage with interest groups, iwi and individuals of all ethnicities Objectives and cultures who wish to preserve the history within Council- owned cemeteries. 1.3 To investigate and instigate methods of collecting, storing and sharing stories, having regard to the desire for that information to be publicly accessible. 2. To respond to the needs of the community in times of grief and Goal celebration of life 2.1 Maintain and, where possible, improve the reliability of the database of records in relation to all public cemeteries. 2.2 To establish and maintain a database of operational procedures relating to the management of all public cemeteries. Objectives 2.3 To ensure all options for funding of public cemeteries are considered. 2.4 To provide, upgrade or optimise facilities at cemeteries in response to the needs of users. Goal 3. Ensure sustainable provision of cemetery services 3.1 To continue to develop Feilding Cemetery to a level consistent with it being the main cemetery for the District. 3.2 To review the long term spatial requirements of the seven other public cemeteries in the District. Objectives 3.3 To explore opportunities for partnerships in the provision of cemetery services. Cemeteries Management Strategy - November 2020 9 The Cemetery Management Strategy is reflected in the vision statement which sets the direction for the
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